The Analysis of Tax compliance of local government employees: Case Study of West
Bandung Regency, Bandung Regency, and Majalengka Regency
Volume 4, Issue 6 Susi Susanti Tindaon, Abdul Rahman
Published online: 15 December 2018 Article Views: 35
Abstract
As a part of developing countries, Indonesia has problems with tax compliance. We assume the problem occurs due to the lack of role models from local government employees fulfilling the tax obligations. Recently, we found out that local government employees are still role model for society. The study aims to assess the tax compliance of local government employees to increase tax compliance. Within three months, data collection was conducted at three District government, namely West Bandung Regency, Bandung Regency, and Majalengka Regency. Data collection was conducted by survey methodology and questionnaire as an instrument. From the questionnaires’ distribution, we processed it to obtain the characteristics of respondent’s information and respondents perceptions of compliance and compliance dimensions, including satisfaction about their tax compliance. The data obtained were processed using SPSS application version 16. Overall, the results showed that tax compliance of local government employees is in the “enough” category with the existing dimensions of compliance. Given the role of local government employees as the role models for society, this result suggests improvements to e-SPT applications using data integration, one-door service with maximum computerization, and tax education at all levels of education. These results certainly indicate the need for improvements in the taxation side to maintain and increase the existing tax compliance. They were especially considering that local government employees are the role models for people in the regions to implementing taxation.
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To Cite this article
Tindaon, S. S. & Rahman, A. (2018). The analysis of tax compliance of local government employees: Case study of West Bandung Regency, Bandung Regency, and Majalengka Regency. International Journal of Business and Administrative Studies, 4(6), 232-238. doi: https://dx.doi.org/10.20469/ijbas.4.10001-6
